Now, at the half way point, I am having second thoughts about the application of these models for leading change.

Why is this?

Simply because many models are fundamentally about what the leader should do to improve the performance of organisations and the people who work in them. That is, they are often about changing people’s behaviour not changing the leader’s behaviour.

The Truth About Leading Change

Let me be completely candid. Do you read about the latest fad or fashion — or worse still listen to the advice of the big consulting firms — before sharing some inspirational stories with everyone and pronouncing …

We are a learning organisation bla bla bla … we have an open and honest culture (yawn) … we encourage innovation and mistakes (sure you do)?

I could continue, but I think you get the gist.

This approach does not work.

These models for leading change that we often like to talk about only have value when we first change ourselves.

How can you make managers more effective? How do you convince people to take responsibility? What can you do to create a culture of trust and openness? How do you influence people to cooperate instead of completing?

The answer is straightforward.

The answer is you.

Leading Change

You have to change. Not the organisation, not them, not the team, nor the service, function, and business.